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11.
How can we measure it?
Reten,on
rate
Predic've
% of people with
development plans
Inﬂuenceable

12.
Measure of Success
1. What should be my LAG Measures?
The most common LAG measures include:
• Reten,on Rate: Needs to be measured per recruitment and you should be tracking and aiming for diﬀerent goals
aCer every quarter. EG. for my August recruitment, I aim for 95% reten<on of those newbies by September. By
December I aim for 90% reten<on. In one year, I aim for 60% reten<on.
• Produc,vity or % of members who are produc1ve. If you are conduc1ng Performance Reviews correctly you can
aim for 70% JD comple1on or goals achievement on average.
• NPS: Or any other evalua1on scoring for learning/engagement or the membership experience that you are using.
2. What should be my LEAD measures?
This is where it gets interes1ng!
What are the key reasons why?
1. People are leaving your LC? (Reten1on)
2. People are not performing (Produc1vity)
3. People are having a bad experience (NPS)
EG. AFer talking with members, conduc<ng survey and talking with team leaders, you discover that the reason why people
are not performing is that they feel like their team leaders don’t appreciate them. You decide this is the key reason to
enable your LC to grow. This then becomes your lead measure! % of members that feel that their team leaders appreciate
their work.
Then you decide to do training for team leaders in your LC about feedback and apprecia<on, you see in the next
membership survey if % of members that feel that their team leaders appreciate their work is increasing and you check if
produc<vity is also increasing.

13.
The real ques>on here - are
you tracking the lead
measures?eg. can you track how many % of members that feel that their team leaders
appreciate their work. over Dme?

14.
What are the lead and lag
measures you are ﬁgh1ng for?
How are you tracking and
measuring your VPTM on that?

19.
Frequently Asked Ques6ons
1. I don’t have a MCVPTM - what should I do?
Please reach out to me: chris1nak@ai.aiesec.org because I’m curious how you want to proceed with your HR
strategy - would love to talk it over. At minimum I need a clear point of contact for TM and Value Delivery strategy
implementa1on.
2. TMP/TLP is out of the AIESEC Experience - doesn’t that mean I don’t need to manage
members anymore?
This is probably the exact opposite of what it means. Now is our chance and 1me to really focus down on our
membership and build their capacity to lead the new AIESEC that we are going through. AIESEC 2020 implies a
new kind of membership that is required to run the organisa1on and what we need.
Now I have some frequently asked quesDons that I ask myself for you:
1.What are the main considera<on factors for bringing in people? Has this been updated within the year?
2.How are you recrui<ng the top talent in your country?
3.What are the JDs, competencies, skills, backgrounds and diversity you need now and for the future? eg. IM
design. What are your recruitment or training programs to ensure this is happening.
4.What are the main factors that make your members stay and perform?
5.How does team standards play a role in ‘keeping’ your membership?
6.How well are your team leaders performing in team standards? What support do they need?
7.Is learning/ access to informa<on one of the barriers for members to perform? How are you tackling that?
8.What are the key barriers in learning to performing in member’s JD?
9.What are the key barriers members are facing right now to grow and execute strong value delivery in the
Winter Peak? How are you tackling that?